NR 504 Leadership Theory: Application to Advanced Nursing Practice DQ

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NR 504 Leadership Theory: Application to Advanced Nursing Practice DQ

NR 504 Leadership Theory: Application to Advanced Nursing Practice DQ

 

Consider the leadership theories and styles that have been addressed during Week 1, as well as their value to advanced nursing practice. Reflect upon your current leadership roles within the profession and respond to the following.

Select one leadership theory or style that aligns with your personal philosophy and leadership stance. Explain the selected theory or style, and discuss how it can be applied in your future MSN role.

Discuss your current leadership roles (formal and informal), and describe the formal and informal leadership roles that you will have in your area of advanced nursing practice.

In your future MSN role, what are the implications of your leadership for individuals, teams, organizations, and communities?

Contained herein is an analysis of role of leadership in advanced practice in learning. This is in understanding that lack of leadership in highly specialised nursing situation is mots likely to lead to ineffective provision of services to patients.

 

According to Sofarelli (2005) advanced practice in nursing has the trend of incorporating individuals with deep understanding of all or specific areas of nursing practice. These individuals end up being relied upon in their respective stations to help deliver high quality healthcare services to patients.  These practitioners are further tasked with the responsibility of developing strategies to be applied in the future.

However, their capacity to deliver is in most cases affected by lack of proper leadership skills. This analysis will therefore highlight three of the most common nursing leadership theories that could aid in helping professionals in advanced practice to effectively lead respective departments of institutions to better positions of meeting patient needs.

Having professionals incorporate these theories in their day-to-day activities places them in positions of passing similar knowledge to followers, especially the new ones in nursing profession. In other words, the process of using leadership skills effectively ends up improving professionalism.

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The three nursing leadership to be discussed in this analysis includes: leader-follower, quantum, and transformational—each would be discussed independently. The theories are being included herein because of their proven effectiveness in achieving results. According to Porter (2007) the use of nursing theories reminds professionals about the best practices when carrying diverse activities. Individuals choose the theory to choose or even combine several approaches into hybrid leadership skills.

In addition, professionals could embark on developing ways and means of having own leadership styles that do not fit with the theories discussed in this paper. The hybrid system could be achieved intentionally by individuals or institutions; it could also be as a result of lack of proper knowledge of the theories. Results could, however, differ depending on the ability of using best practices in theory applications.

Quantum leadership theory is mostly used in decision making processes and states that professionals need to look for own problem solving processes before seeking help from colleagues or seniors in respective work environment (Perra, 2001).

In other words, the theory tends to initiate leadership in individual professionals, especially those in advanced practice. Fact that these individuals are usually tasked with the responsibility of leading others in various work situations means that they would have to solve problems in collaboration with the followers instead of running to respective superiors for help.

Senior professionals in respective departments of institutions can therefore concentrate on other issues as nurses solve problems independently. The senior management in healthcare institutions could, for instance, concentrate on more important issues such as strategy development and implementation (Kitson, 2001).

References

Brown, K. (2005). The Leader in Nursing.  Nursing Administration, 11(4), 91-115.

Brown, M. (2003). Needs in nursing leadership to improve effectiveness. Nursing Management, 16(6), 101-108.

Clifford, J. and Hastings, C (2000). Top trends predicted in nursing leadership. Nurse Management, 20(3), 16-24.

Decker, M. (2004). Key to Quality Leadership. Nursing Administration, 22(3), 50-62.

Smith, J.  (2003). Effective Leadership &  Management of Nursing. Upper Saddle River: Prentice Hall.

Kerfoot, C. (2001). Nursing Leadership and theory. Journal of Nursing, 5(2), 64-70.

Kitson, A., (2003). Leadership in nursing & how it influence health policy & nursing practice. Advanced Nursing 29, 700-723.

Mohr, W. (2000). Fading in Nursing Leadership. Journal of Nursing Management, 40, 100-127.

Perra, G. (2001). Future of Healthcare Leadership & Quantum Mechanics. Nursing Administration, 22(3), 16-22.

Porter, G. (2007). New Roles in Quantum Leadership. Nursing Administration, 32(11), 30-43.

Sofarelli, S. (2005). Consequences of Nurse Shortage in Medical Centers. Daily Bruin, 27(4), 14-26.

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